Although many businesses invest on e-commerce, some managers still have a mystery which setting up e-commerce website is almost the same as e-commerce. However, they do not spent extra time, money, and labors. The mistake is doomed to failure on e-commerce. The businesses operate e-commerce and a series of operational activities include inbound logistics, operations, outbound logistics, marketing and sales, and services must be implemented. The operational activities must be linked together tightly and implement carefully. By value chain, the study measures the implementation of e-commerce companies whether integrates every series of operational activities to enhance the value of products and create competitive advantage. Many studies discuss about how top managers should play a key role as business enterprises import a new information system, but few of them focus on top management support. The attitude and support of top manager will result in the success or failure. The study also found that manager¡¦s attitude and internet industry are the important factors of profit, and these will affect the top management support. If the business enterprises spent sufficient resources and effort in e-business processes and top managers support in action, we believe that staffs will try their best to achieve organizational goals

This research, based on literature discussion related to issues on intraorganizational power, aims to discover the critical factors affecting the power of HR department within a firm and measure their causal relation as well as correlation through questionnaires. The questionnaires, being sent to any possible representative firms within each industry on our lists, were distributed in a convenient way. They mainly contain two sets of items, one for the HR department manager, another three for the line department manager. In the HR manager one, the questionnaires has 10 questions on HR departmental power index as dependent variable in our study; in the line manager one, it has 15, 5 and 5 questions on HR effectiveness, Top Management Support and HR Innovativeness respectively as independent variable. Based on our findings after statistical analysis, we conclude the followings: 1. As the HR effectiveness increases, the power of HR department does in the same. 2. As the Top Management Support increases, the power of HR department does in the same. 3. As the HR Innovativeness increases, the power of HR department does in the same.

This dissertation investigates how executives engage in information technology projects and how organizational control of IT projects forms and evolves over time. It contains an in-depth account of a large, multi-year IT project in a financial company. The story of the “New Deposit System” project provides insights into the dynamics of IT projects in organizations and the challenges facing executives engaging in the governance of these complex undertakings. Several characteristics of IT projects, such as their abstract nature, technological complexity and non-repetitiveness, render several of the manager’s trusted forms of control impracticable. Even the ideal of “strong top management support” is found to be problematic: it is an extraordinary measure unlikely to translate well into regular organizational practice. What we find instead are actors in search of means and ways to exercise influence. We find control to be reciprocal and dynamic, influenced by the organization and its history, by the principles and practices of corporate IT management and by the values and norms of the IT profession. In this environment, selection of key people, evolving trust, other people’s assessments and the construction and reshaping of a project image become important parts of the managerial repertoire for IT project governance. / Diss. Stockholm : Handelshögskolan, 2002

This study develops an original theoretical model of critical managerially controllable factors that have high potential for achieving significant improvements in the (intermediate and ultimate) outcome(s) of product innovation efforts. To this end, the author draws on the relevant empirical literature and integrates four complementary theoretical perspectives, namely; the critical success factors (CSFs) approach, the resource-based view (RBV), the input-process-output (IPO) model, and the system(s) approach. The model (hereafter CFEMOs) aims to explicate the simultaneous direct and indirect/mediated interrelationships among the product innovation’s critical firm-based enablers (new-product fit-to-firm’s skills and resources, internal cross-functional integration, and top-management support), process execution proficiency, and performance outcomes (operation-level performance, product-level performance, and firm-level performance). Additionally, it aims to predict the variations of the process execution proficiency and the performance outcomes. The CFEMOs model was empirically tested using an online survey that was completed by 386 U.S. restaurants owners/senior executives on their recently innovated new menu-items. By utilising a partial least squares structural equation modelling, the statistical analysis substantiated that, compared to the models of the extant relevant empirical studies, the CFEMOs model has a broader scope and a superior predictive power. It simultaneously explains 72% of the process execution proficiency, 67% of the new menu-item superiority (quality, speed-to-market, and cost-efficiency), 76% of new menu-item performance (customer satisfaction, sales, and profits), and 75% of the new menu-item contribution to the overall restaurant performance (sales, profits, and market share). Furthermore, this study established that those restaurateurs who concurrently succeed in enhancing their internal cross-functional integration, top-management support, and new-product fit-to-firm’s skills and resources, descendingly ranked, would achieve high process execution proficiency, which subsequently would grant them superior operation-level performance, product-level performance, and firm-level performance. This thesis concludes by providing several key original contributions and crucial implications to product innovation research and practice, as well as offering several promising avenues for future research.

Despite the fact that Internal Marketing (IM) has emerged to capture the interest of academic researchers and management practitioners, there is a surprising absence of empirical study investigating how IM is experienced in the world of practice. This constitutes an impediment to bridging the gap in the holistic understanding of the IM concept. The big question that remains is how to articulate precisely those activities that can be taken to constitute the structure of IM and those that do not. This study aims to bridge this gap by exploring whether the experiences of managers who are implementing IM in their organisations could provide clarity as to the meaning and the constituents structure of IM. This study first undertakes scrutiny of the extant IM literature in an attempt to clarify the multiplicity of terms often associated with IM. The meaning and the constituents structure of IM was investigated via an in-depth qualitative study guided by the principles of phenomenology. This qualitative study is based around open-ended interviews with participants sampled from the UK private and public sector firms. Data was collected and analysed in line with Giorgi’s descriptive phenomenological research praxis. The phenomenological findings indicate nine overlapping elements, namely, internal communication, employee training, reward, empowerment, employee motivation, interdepartmental co-ordination, understanding the organisation, commitment, and top management support that emerged to constitute the experiential structure of IM. Drawing upon these elements, the study offers a conceptual framework of the IM structure. Systematic analytical steps were utilised to ensure the validity of findings.

The environment and rapid technological changes have led to a change in business management. In the current context, absorptive capacity, understood as the ability to acquire, assimilate, transform and exploit external knowledge is crucial to innovation capacity, and to the development and sustainability of competitive advantage. This research analyzes how management of technological assets; top management support on technology; technological skills; and technological distinctive competencies are positively related to absorptive capacity; and how they affect organizational performance. / El entorno y los rápidos cambios tecnológicos han provocado un cambio en la gestión empresarial. En el contexto actual, la capacidad de absorción, entendida como la habilidad para adquirir, asimilar, transformar y explotar el conocimientoexterno es crucial para la capacidad de innovación, y el desarrollo y sustento de ventajas competitivas. Esta investigación analiza cómo la gestión de las variables tecnológicas, el apoyo de la dirección a la tecnología, habilidades tecnológicas y competencias distintivas tecnológicas se relacionan positivamente con la capacidad de absorción, y cómo estas influyen en el desempeño organizativo. / O atual ambiente e as rápidas mudanças tecnológicas levaram a uma mudança na gestão empresarial. No presente contexto, a capacidade de absorção, entendida como a capacidade de adquirir, assimilar, transformar e explorar o conhecimento externo é crucial para a capacidade de inovação e o desenvolvimento e sustentação da vantagem competitiva. Esta pesquisa analisa a forma como a gestão das variáveis tecnológicas, o apoio da alta administração na tecnologia, os conhecimentos tecnológicos e as competências distintivas tecnológicas estão positivamente relacionadas com a capacidade de absorção, e como elas influenciam o desempenho organizacional.